For investors and portfolios
You are assessing an investment or developing a portfolio company. We show which lever can affect growth, margin or enterprise value, and what implementing it demands of the management team.
Thirty minutes. Bring the metric that needs to move and the occasion in the holding cycle.
Diagnosis
The same question comes up at four points: which lever moves the number, and what does implementation demand operationally. We answer it against the numbers and with the management team.
Working logic
The first scope of work is limited and ends with a decision, not a slide deck.
We test acquisition, pricing, retention and delivery against the company data and name the constraint behind the plan deviation.
You receive a recommendation on which lever to pull first, with expected effort, prerequisites and the limits of the available data.
For implementation, the controllable scope, baseline, target metric, leading indicator, responsibilities and handover point are agreed in writing.
The four levers
We assess acquisition, pricing, retention and delivery, plus the feasibility of implementation within the team. Exactly one lever gets implemented, with a solid baseline and a traceable effect on the target metric.
We find the funnel stage where qualified demand is lost and assess what changing it costs operationally.
Leading indicator: conversion or cycle time of a named stage
Target metric: CAC payback
We test willingness to pay, the pricing metric and a realistic path to a limited rollout in a defined segment.
Leading indicator: price realization, pilot ACV or quote conversion
Target metric: one of ACV, expansion or NRR
We test how resilient recurring revenue and expansion are and where early-warning signals are missing.
Leading indicator: activation rate or time to first value
Target metric: one of GRR or NRR
We measure time and cost in the delivery process and test which constraint can actually be changed in operation.
Leading indicator: lead time, error rate or effort per case
Target metric: one of cost-to-serve or gross margin
Entry point before the audit
Where does the development team lose time, quality or margin? Two to three days, from EUR 5,000 net. If you then commission the scaling audit from EUR 9,500 net, the fee for this entry point's base package is credited in full against the audit.
Review the team assessmentTrack Record
Convios knows both sides of a sale: a company of its own sold, then four integrations led on the buyer side.
1
Exit
Built a price-data company and sold it to a listed information group.
4
Post-merger integration
Led four integrations on the buyer side, including the company that was sold.
2.5×
CCO, commercial scaling
Grew revenue in his area of responsibility 2.5 times.
300
COO, PE-backed
Led around 300 employees across 7 locations on 3 continents.
As an operating advisor on a project basis, without a formal fund role. Commissioning and reporting lines are agreed per situation, with the fund, with the portfolio company or with both. Implementation always happens with the management team, never around it.
A constraint hypothesis grounded in the numbers, a recommendation for exactly one lever and a realistic effort estimate for implementation. If the data does not support a reliable recommendation, that is a documented result in itself.
Convios works with the investor, business owner or management team to identify one economic or operational constraint and implement one bounded lever with the team within 90 days. Before work starts, the controllable scope, baseline, target metric, leading indicator, responsibilities and handover point are agreed in writing.
Part of the implementation fee is tied to an early indicator agreed in writing beforehand. If it is not reached by the agreed date, you receive the fixed refund amount. The full terms are listed with the implementation stage on the offering page.
The first scope of work runs on the metrics you already have across sales, product and finance. Completeness is not required. One solid number per stage is often enough to locate the constraint.
One conversation clarifies whether the occasion supports a bounded first scope of work. Then you decide.
Discuss the value leverThirty minutes. Bring the metric that needs to move and the occasion in the holding cycle.
